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“Douglas Kruger, author. “Any big system, left to itself, accumulates rules, admin, and bureaucracy” 

Bureaucracy exists so you don’t have to think,” Douglas Kruger stated at the Mauritius Bar Council Conference, “but when no one is thinking, the results can be catastrophic.” The guest speaker suggested that by questioning the traditional ways of doing things, individuals and organizations can gain strategic advantages. He noted that large systems tend to accumulate rules, administration, and bureaucracy, which can hinder creativity and efficiency. BIZWEEK provides highlights of Douglas Kruger’s presentation. 

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In the closing session at the Mauritius Bar Council’s recent conference on the theme “Rethinking Society and The Legal Profession,” eminent author and speaker Douglas Kruger offered a detailed perspective on “asking the right questions.” His address, enriched with examples and actionable insights, examined the need for strategic rule-breaking and reframing in today’s rapidly changing world.

Douglas Kruger began by invoking the example of Elon Musk, a fellow South African, to illustrate how questioning longstanding practices can lead to transformative results. Musk’s success in making space exploration significantly faster and cheaper stemmed from two straightforward questions: “why does it cost so much, and why does it take so long?” The famous South-African author explained how Elon Musk’s refusal to accept inefficiencies — combined with interdisciplinary problem-solving — has altered humanity’s trajectory. As Musk noted, “it makes no sense that I can build an entire rocket faster than a piece of paper travels from one government desk to another.

Douglas Kruger’s central thesis revolved around the power of reframing problems to uncover innovative solutions. By challenging the “inherited faith” in how things have always been done, individuals and organizations can unlock strategic advantages. This, he argued, is as applicable to the legal profession as it is to the aerospace industry. He noted that “any big system, left to itself, accumulates rules, admin, and bureaucracy,” which often stifles creativity and efficiency. The solution lies in questioning these conventions and rediscovering the purpose behind established processes.

Strategic Reframing and Historical Lessons

The speaker’s address intertwined historical and modern-day lessons, illustrating the transformative impact of reframing through real-world anecdotes. One story highlighted how the game of rugby was invented: a student dissatisfied with soccer’s rules picked up the ball and ran, creating a new sport entirely. Similarly, he emphasized the concept of refusing to “play by the rules” to create innovative systems.

He also explored the story of NASA’s Apollo 13 mission, a “successful failure” where engineers solved life-threatening problems by relying on agility and collaboration. In contrast, he cited the Columbia disaster as a warning against bureaucratic rigidity, where adherence to outdated processes resulted in tragedy. “Bureaucracy exists so you don’t have to think,” he remarked, “but when no one is thinking, the results can be catastrophic.

In a particular example, Douglas Kruger recounted the story of a hospital in the United States that significantly reduced mortality rates by learning from Formula 1 pit crews. By applying lessons from a seemingly unrelated industry, the hospital optimized its emergency handover process, reducing it to just seven seconds and saving countless lives.

Challenges to Innovation: Silos and Bureaucracy

A recurring theme in Kruger’s address was the detrimental effect of silos and excessive bureaucracy on innovation. He shared a personal story about his wife, a compliance manager, who witnessed a team’s six-month project being scrapped due to a lack of early collaboration. “If they had spoken to her on day one, the project might have succeeded,” he noted. Such inefficiencies, he argued, are prevalent across industries, and hinder progress.

The author also critiqued the “rules” mind-set, drawing comparisons between regulatory landscapes in different states in the U.S. While Texas requires only “a bucket and some paint” to start a painting business, California’s exhaustive licensing requirements discourage entrepreneurship. “You can comply your way into total obsolescence,” he warned, citing examples like Kodak, which optimized its film business to the detriment of adapting to digital innovation.

Practical Strategies for Change

He outlined actionable strategies to foster innovation and agility. Chief among them was the importance of asking different and better questions. Questions such as “Why does it take so long?” or “What are we actually trying to achieve?” can disrupt old thinking patterns and pave the way for fresh perspectives. He also encouraged exploring solutions from other industries, noting that many challenges faced by organizations have already been solved elsewhere.

Another practical approach Douglas Kruger suggested was “enabling the U-turn.” By identifying and addressing the “rules” that employees or clients frequently seek to bypass, organizations can often discover opportunities for simplification and improvement. He cited a study revealing that employees who change default settings, such as their internet browser, tend to be more innovative and industrious. This finding underscores the value of questioning the status quo and remaining open to new ideas.

Breaking Patterns and Liberating Talent

Additionally, Douglas Kruger highlighted the need to ask, “Who owns the rules?” and “Could ignorance yield insight?” By questioning the origins and necessity of rules, organizations can challenge outdated practices and foster innovation. He shared examples of countries and companies that excelled by enabling greater freedom and simplicity, leading to enhanced productivity and growth.

Douglas Kruger also shared insights from Malcolm Gladwell’s Outliers, noting that under-resourced entities can significantly improve their odds of success by refusing to adhere to conventional methods. “By rethinking the rules of engagement, the underdog often goes from unlikely to win to probable victory,” he stated, citing historical meta-studies of warfare.

He asked the audience of lawyers to rethink and reframe their practices, whether in the legal profession or beyond. By liberating human talent and embracing strategic rule-breaking, he argued, organizations and societies can achieve significant growth and resilience.

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